A blog that takes the reader through the principles of Lean Management and Six Sigma in a practical way. The ultimate goal is to help the medical practice to meet its goal of becoming more efficient in providing care and meeting the patients needs. | Contact Owen Dahl at 832-260-4455 or at his website OwenDahlConsulting.com

Wednesday, July 22, 2015

Technology vs. Team Work in the Medical Practice

Team Work in the Medical Practice

A recent article published by the consulting firm McKenzie got me thinking. The premise made a very simple but profound point. A patient who experienced a doctor visit or hospitalization 20 years ago and then came back today would be amazed at the technological advances for their care. But they would still have to wait, be treated exactly as they remember as a patient.

Technology is great and we have adjusted, changed with the times to incorporate many wonderful tools. We have become more efficient (EMR discussions aside!) with diagnosis, results, and the use of technology.

Have we changed how we manage the patient experience? Sure we have nicer reception areas, we have kiosks to register and update information, we have coffee, the entertainment options while waiting are great. Does this meet the customer expectations or needs or are they basically treated on a personal basis the same way. They enter, sign in, are told to wait, and eventually are called to the triage area, wait again in the exam room and get the prescription, check out and go home. All in the same amount of time that it took 20 years ago. No wait – it takes longer now since we have to use the EMR!

My goal in posting this is to have you realistically ask the question how do we treat patients?

Put a team together, call is a patient experience and transition team. First assignment is for each member to relate a recent experience with another business – could be a doctor’s office, a trip to the grocery store or whatever. Think about it from what they remember from years ago to today. What changed and was that change for the better? Has their experience improved? Was it more efficient? Was it more pleasant? What was the measurement? It is possible to learn from others what you could do better!

Once the team shares their observations, what if anything can be done to improve the patient experience. Take those ideas and develop a transition plan.

After three months of this team observing and making improvements, thank them for their assistance and create a new team. Ask them to follow the same pattern. The ideas for improvement will come, employees will be recognized, and all will be more enthused about making some positive improvements because they were involved, their opinions mattered.

It is mandatory to be up to data with the latest technology and what's the current trend in Information technology. You have certainly did that very well. Thanks a lot for sharing this wonderful article in here. I have bookmarked this page for future updates. Keep posting articles like this.

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About Me

Owen J. Dahl, MBA, FACHE, LSSMBB, has been active in healthcare management for almost 40 years. He received his bachelor’s degree from Concordia College, Moorhead, Minnesota, where he was a member of the first graduating class in the hospital administration program. He then spent more than a decade as a hospital administrator in various facilities in South Dakota. He also served in the United States Air Force.

His move to New Orleans in 1983 brought a major career change. He started a practice management and billing company, which grew to manage 65 physicians in 11 different practices with revenues well over $75 million. In 1993, he advanced to Fellow in the American College of Healthcare Executives with a paper on Total Quality Management and its application to the medical practice. He also received the distinction of becoming the first non-physician member of the Orleans Parish Medical Services Bureau Board of Directors.

Throughout his career, Owen has maintained a passion for education. He developed an adult continuing education program with Loyola University of New Orleans in physician practice management. He also is the original developer of the certification program for the Professional Association of Health Care Office Managers (PAHCOM) and the Institute of Certified Healthcare Business Consultants (ICHBC). The Institute program is currently available online through the National Society of Certified Healthcare Business Consultants (NSCHBC). He has worked with the Louisiana State University Medical School Department of Graduate Medical Education conducting seminars for students, residents, and fellows in physician practice management.